Introduction:

Most employees don’t think like ownersand most companies don’t give them a reason to. But what if every worker on your floor understood how your business makes money—and had a direct hand in improving it?

In The Great Game of Business, Jack Stack flips the script on traditional management. Drawing from his experience rescuing a failing manufacturing plant, Stack introduces Open-Book Management (OBM)—a radical yet proven approach where financial transparency, education, and employee empowerment create a culture of shared success.

This isn’t just a theory. Stack turned a debt-ridden division of International Harvester into a thriving, employee-owned enterprise. The book reads like a business playbook meets leadership manifesto—showing that when everyone in your company knows the score, they can help change it.

Whether you’re a startup founder, small business owner, or corporate leader, this book offers a practical framework to turn your team into strategic thinkers, improve profitability, and build a resilient business from the inside out.

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Top 10 Lessons from The Great Game of Business

1. Open the Books—Educate Everyone

Stack’s philosophy is simple: if people are expected to make smart business decisions, they need access to the numbers. Teaching employees how to read financial statements is the first step to creating a team that acts like owners.

2. Everyone Should Know the Score

In OBM, financial data isn’t locked in the C-suite. Weekly scoreboards, team metrics, and mini-games help employees track progress in real time—keeping everyone aligned and accountable.

3. Treat Business Like a Game

Games are motivating because they have rules, a scoreboard, and a clear objective. Stack applies this same logic to business. When employees understand how to win—and what’s in it for them—they play to win.

4. Mini-Games Drive Micro-Wins

Stack encourages breaking down big business goals into short-term, achievable targets called “mini-games.” These energize teams, build momentum, and improve specific performance areas with measurable impact.

5. Line of Sight Matters

Every employee should understand how their daily actions impact the company’s financial success. This connection—called “line of sight”—is critical for fostering accountability and strategic thinking at all levels.

6. Employee Ownership Changes Everything

Stack’s company was built on an Employee Stock Ownership Plan (ESOP). Giving employees actual ownership—paired with financial literacy—created a culture of entrepreneurship, pride, and long-term thinking.

7. Teach Financial Literacy as a Core Skill

Numbers can be intimidating, but Stack insists they’re teachable. Regular financial training and cross-functional discussions help employees demystify the balance sheet and contribute with confidence.

8. Celebrate Wins Publicly

Public recognition and celebrations reinforce progress and morale. Even small wins deserve praise—because consistent momentum leads to compounding growth.

9. Create a Culture of Trust Through Transparency

Sharing the truth—especially when things go wrong—builds a strong foundation of trust. Stack argues that openness isn’t a risk, it’s a strategic advantage that makes teams more resilient.

10. Profit is Everyone’s Responsibility

Profit isn’t just the CFO’s job. In OBM, profitability becomes a company-wide mission. Everyone—from frontline workers to managers—understands how their choices influence the bottom line.

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Final Thoughts:

The Great Game of Business doesn’t just teach leadership—it redefines it. Jack Stack’s open-book playbook proves that companies thrive when employees are treated as partners, not just workers. In a world of rigid hierarchies and top-down decision-making, this book offers a bold, actionable alternative: empower your people with knowledge, trust them with responsibility, and watch your business grow.